GROUP 10 ROSEL - BSBA Final

COLLEGE OF BUSINESS AND ACCOUNTANCY
COLUMBAN COLLEGE, OLONGAPO CITY

#1 First Street. New Asinan, Olongapo City, Philippines 2200
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TITLE PAGE
COMMUNICATION BARRIERS AND INTERPERSONAL
RELATIONSHIP BETWEEN MANAGERS/SUPERVISORS
AND EMPLOYEES IN FAST FOOD CHAINS
BY:
BIANCA RICCI S. FERIA

JASMIN ANN M. BALLAO
RHENZEL L. MENES
RIAN ANJELO A. ROSEL
VIEN KRIS R. DE LEON
A Manuscript
Submitted in Partial Fulfillment
Of the Requirements for the Degree of
Human Resources Development Management
June 2023
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APPROVAL SHEET
In partial fulfillment of the requirement for the degree Bachelor Of Science

In Business Administration Major In Human Resources Development
Management, this thesis entitled “Communication Barriers And Interpersonal
Relationship Between Managers/ Supervisors And Employees In Fast Food
Chains”, has been prepared by Bianca Ricci S. Feria, Jasmin Ann M. Ballao,
Rhenzel L. Menes, Rian Anjelo A. Rosel, and Vien Kris R. De Leon who are
hereby recommended for an Oral Examination.
PROF. JOHN PAUL D. REDONDO, LPT, MBA

Faculty Adviser
Approved by the Committee of Oral Examiners
PROF. ELVIE L. BALINGIT, MMHR PROF. JOAN D. ARLANZA, LPT, MBA
Committee Chair Committee Chair
DR. ERIC A. MATRIANO, Ed.D., Ph.D.

Dean/Ex-Officio Member
Accepted as a requirement for the degree of Bachelor of Science in

Business Administration Major in Human Resources Development Management
_____________________ PROF. ERIC A. MATRIANO, Ed.D., Ph.D

Date Dean, CBA
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ACKNOWLEDGEMENT
It would have been impossible to carry out the research without the
help of people around the researchers. To recognize those people who
guided them, the researcher is very thankful to the following:
Dr. Eric A. Matriano, the research adviser, for the guidance he
provided all throughout the making of the study.
Prof. John Paul D. Redondo, also the research adviser, for the
guidance and time he provided for checking, correcting, and editing the
study.
The participants, despite their busy schedule, they were kind enough
to answer the questionnaire.
The researcher’s family, Feria Family, Ballao Family, Menes
Family, Rosel Family, and De Leon Family, for the financial support and
their full support to finish the study.
The researcher’s friend, Simon Bale, for guiding the researchers
about the things they do not know about the study and support them until the
end.
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To the Lord Almighty, for guiding the researchers physical,
emotional, and mental health while making the research. It was challenging
for the researchers during the time of research, but God gave them strength
and guided them until the end.
Finally, researchers would like to congratulate themselves for
finishing the research. The researchers, Rhenzel Menes and Rian Rosel,
managed to finish the study despite going without sleep for 24 hours. All the
researchers' efforts are merely preparation for the actual world outside of
school, which will make students more resilient and prepared for it.
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ABSTRACT
Communication Barriers and Interpersonal Relationship between

Managers/Supervisors and Employees in Fast Food Chains
By:
Bianca Ricci S. Feria
Jasmin Ann M. Ballao
Rhenzel L. Menes
Rian Anjelo A. Rosel
Vien Kris R. De Leon
College of Business and Accountancy
Mr. John Paul D. Redondo, LPT, MBA

Adviser
--------------------------------------------------------------------------------------------------------------------------------
Effective communication and good interpersonal relationships are essential factors in
a manager-employee relationship. The study aims to know the fast-food chain's
communication barriers and interpersonal relationships. The researcher used a survey
questionnaire with open-ended questions to collect the data from the manager and
employees of different fast-food chains in Olongapo City. Work ethics, effects of
communication, interpersonal relationship, operational barriers/challenges, solutions
for hindrances, and managerial resolution are the key themes of the study. These key
themes are important to discover the hindrances, barriers, and current interpersonal
relationships of the manager and employee at a fast-food chain. The researcher found
that the hindrances or the challenges that the manager and employee experience in a
fast-food chain is an emotional and interpersonal barrier that may affect their
relationship with their coworkers and might lead to misunderstanding, preventing
them from communicating well. To help them strengthens their relationship and
communication, fast food chains should have conflict resolution strategies to know
what the techniques are in creating a solution to every conflict between them, training
and development to build a relationship and implement feedback mechanisms to
improve their communication skills so they can express themselves more.
Keyword: Communication Barriers, Interpersonal Relationship,

Emotional Barrier, Interpersonal Barrier, Manager-Employee
Relationship, Effective Communication
TABLE OF CONTENTS
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Page
TITLE PAGE
APPROVAL SHEET....................................................................................................................1
ACKNOWLEDGEMENT............................................................................................................2
ABSTRACT..................................................................................................................................4
TABLE OF CONTENTS.............................................................................................................5
CHAPTER
1 THE PROBLEM AND ITS BACKGROUND
Introduction..........................................................................................................................7
Statement of the Problem...................................................................................................32
Assumptions........................................................................................................................34
Scope and Delimitations
Significance of the Study
Definition of Terms............................................................................................................36
2 METHODOLOGY
Research Design..................................................................................................................39
Settings and Participants....................................................................................................40
Instrumentation
Ethical Considerations.......................................................................................................41
Data Gathering Procedures................................................................................................42
Data Analysis Technique....................................................................................................43
3 RESULTS AND DISCUSSION
Profile of Respondents........................................................................................................44
1. Work Ethics.....................................................................................................................46
2. Interpersonal Relationship.............................................................................................47
2.1 Employee to Manager...................................................................................................48
2.2 Manager to Employee...................................................................................................49
3. Effects of Operational Communication.........................................................................50
4. Operational Barrier/Challenges.....................................................................................53
5. Solution for hindrances..................................................................................................57
6. Managerial Resolution....................................................................................................58
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Comparison with the Previous Research.........................................................................62

4 SUMMARY, CONCLUSION AND RECOMMENDATION
Summary.............................................................................................................................65
Conclusion...........................................................................................................................66
Recommendation................................................................................................................67
REFERENCES.......................................................................................................................69
APPENDICES.........................................................................................................................73
BIONOTE...............................................................................................................................78
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CHAPTER 1
THE PROBLEM AND ITS BACKGROUND
Introduction
In this generation and time, individuals tend to undergo alteration
caused by social, cooperative, and selfless individuals in groups with the
same interests. This is a turning point in every individual's behavior
concerning work communication.
Communication and relationships between employees and managers
have been severely changing and, simultaneously, improving from different
courses of action. Managers from other fast-food chains provide techniques
and steps to improve their employees' performance. Still, the most crucial
part is knowing the exact barriers that prevent them from performing
correctly. Few of the most common answers is to enhance the
communication between employees and managers by lightening the frame of
mind with motivation and incentives.
According to an article entitled "Career Development Tips: Barriers to
Communication in the Workplace and Ways to Help" (2019), a positive
work environment is fostered by excellent communication skills, which may
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also increase job satisfaction. Effective communication in the workplace
makes it easier to complete tasks quickly and build strong relationships with
coworker. However, even the best communicators can have communication
barriers. Communication problems can hinder workplace efficiency,
undermine business relationships, and make normal business operations
difficult.
By recognizing communication barriers and having solutions to
overcome them, you can achieve something at work and maintain a
comfortable working environment. Discover common communication
barriers in the workplace and assess solutions.
Anything that hinders or affects the efficient conveyance of
communications among workers and managers within a business or
organization is considered a barrier to communication in the workplace. The
three typical types of barriers to communication are:
Physical: Physical communication barriers are related to the work
environment. Examples include office settings that prevent employees from
seeing each other, types of remote work that can impede communication,
and closed rooms that prevent interaction.
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Emotional: Anxiety and worry can create emotional barriers to
communication. Impressive bosses can make employees uncomfortable and
hinder communication.
Linguistic: The written, verbal, and physical information needed to
convey a message are examples of language barriers in communication.
Communication problems arise when people speak different languages due
to unfamiliar vocabulary, ambiguous body language, or different dialects.
According to an article entitled "Creating Successful Communication
in the Workplace" (2017), successful workplace communication is essential
to a firm, especially in today's busy workplace. With the correct instruction
and surroundings, verbal and nonverbal communication is a talent that can
enhance. Businesses eventually suffer if there is not sufficient and effective
internal communication inside the workplace. Regardless of level, most
employees handle more duties and responsibilities that call for greater
adaptability and flexibility. How can we successfully communicate with our
team members to develop efficient and productive employees?
Use the Right Technology choosing the right communication platform
is one of the essential parts of effective communication in the 21st century
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workplace. Employees that are communicated with using outdated and
inadequate methods may feel they need to be more appreciated and
educated. Some businesses use managers who need to be more experts in
office-related expertise to communicate information.
Create Short and Precise Content most workers Most employees don't
have time to watch videos, study presentations, or read lengthy emails to
receive knowledge. Data that is delivered in brief, concise sentences perform
better than information that is oversaturated since organization members can
readily assimilate it.
Do Not Forget Old-school Channels face-to-face interaction is still an
effective approach for individuals to collaborate and generate novel ideas
today. Companies encourage dynamic forms of communication in
combination with digital workplace design to develop productive employees
who contribute to corporate success.
Know what challenges you may encounter as workers from all
generations and ages share the workplace, businesses and employees face
ongoing issues. The majority also handle cultural differences, which can be
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challenging to manage without management. List these difficulties and
consider the "dos and don'ts" of taking them.
Get to know your team and colleagues a contented, effective, and
productive staff will result from your careful planning of employee
communication tactics. Learn which kind of communication each employee
and coworker prefer before using it. Find common ground if there is a
communication barrier; this is the secret to harmonious working interactions.
According to Mark Zamora (2020), Unquestionably, the Philippines is
among the top nations to consider when starting an offshore plan. However,
it is crucial to realize that what is acceptable in your workplace culture could
be different in a Filipino office before assembling your team. Any company
intending to outsource services there would be well to learn about Filipino
culture and its unique characteristics. These are just a few finer details to
consider while outsourcing to the Philippines.
Hardworking Filipino’s have a rich and diverse work culture and are
generally attentive. Employees are highly productive and disciplined and
thrive best in environments with effective internal structures and procedures.
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Their dedication to collaboration and resourcefulness distinguishes their
BPO sector as the greatest in the world.
Friendly and warm Filipino’s are pleasant, social, and friendly people
who make good conversation partners. They are constantly eager to befriend
new coworkers because of their welcoming personality. Being 'hiya' or
'magician' is a Filipino value that places a lot of importance on how others
see you.
Family first Filipino’s refer to one another as members of their family
by using terms like "ate" or "kuya" (older sister) and "older brother."
Filipinos' use of relational phrases to refer to strangers demonstrates how
deeply ingrained family values are in their culture.
According to Arvin Ramos (2022), it is crucial to comprehend the
Filipino communication style in the workplace since it might differ from that
of other ethnicities and cultures. When conversing with Filipinos, there are
several frequent trends to watch out for. Understanding this enables you to
connect with them and develop meaningful relationships. This paper will
provide a basic overview of the Filipino communication style before
explaining how Filipinos interact at work. This might be hard for Westerners
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to comprehend, but if you want to know more about how Filipinos interact at
work, read for some insights.
High context Filipino’s communicate pretty differently than
Westerners do, making it challenging for Westerners to comprehend what
they are saying or why they are saying it. Owners of businesses and
coworkers must adapt to this manner of speaking by using a direct or
indirect method.
Non-confrontational Filipino offshore workers tend to be passive.
When presented with challenging circumstances, they will strive to avoid
any confrontation. Thus, it's critical to compromise and talk with them
constantly.
Hierarchical due to the strong cultural ties between hierarchy and
power, Filipinos frequently discuss these topics at work. This suggests that
they place a high value on avoiding conflict and assigning employees
according to their status and level of seniority within the organization.
Additionally, because most Westerners are accustomed to more
informal forms of salutation like first names or nicknames, the Filipinos'
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frequent use of po and opo, "ma'am," and "sir" in conversation might be off-
putting.
Collectivist Filipinos generally migrate toward groups and follow the
dictates of their contemporaries. Highly socially conformist people avoid
conflict, which can have either a beneficial or harmful outcome. They may
find it difficult to be receptive to new ideas due to their hesitation to express
their opinions.
Face culture emphasizes the value of keeping appearances in
communication. It is a phenomenon unique to Filipino culture and is heavily
influenced by interpersonal connections. It involves establishing a
respectable, modest, and harmonious concept of oneself in the sight of
others.
Filipinos communicate differently than those from other cultures,
which may at first be off-putting to others. But it is possible to get along
with them just fine with some effort and creativity. Understanding Filipino
workplace communication styles and utilizing them to your advantage while
working with them is the key.
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According to Jessie Demetillo (2021), the study evaluated the
managing abilities, work ethics, and job performance of Filipino managers
of fast-food restaurants as a foundation for creating a program to improve
managerial competence. It aims to determine the profile, the level of
managerial skills, workplace principles, and job achievement as assessed by
managers and employees, as well as the connection between the variables
earlier mentioned, alongside leadership skills, profile and profession's
values, and job performance. The findings showed that most managers are
under twenty-five, have bachelor's degrees, have been in their current
positions for five years or less, have attended five or fewer training sessions
relevant to their job, and make an average of P15,000 or less each month.
According to assessments made by themselves and their personnel,
managers succeed in management abilities, work ethics, and job
performance. According to the results, the average monthly salary was
shown to have a significant association with managerial abilities, work
ethics, and job performance. Managers' effectiveness in fast food restaurants
is also greatly influenced by their management abilities and work ethics.
According to Jef Menguin (2022), one of Filipino culture's oldest and
most enduring virtues is pakikipagkapwa-tao. Make pakikipagkapwa-tao one

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of the company's guiding principles if they want your staff to provide
exceptional customer service. They may help staff realize why pleasing
consumers is simple with malasakit and kahusayan. Since we were in
school, we were well aware of what it signifies.
Pakikipagkapwa-tao, as he put it, is both an attitude and the capacity
to regard other people as you esteem yourself. Filipinos treat them with the
dignity that they merit as a person. People are not subject to discrimination
based on race, religion, or income. They understand that to relate to others
smoothly, they need to build people skills. Additionally, pakikipagkapwa-
tao is an acquired talent.
In addition to his piece, he asserted that Filipinos consider excellent
interpersonal skills to be essential for success. In simple terms, we have to
honor pakikipagkapwa-tao.
Some businesses confine us to cubicles. comparable to spiders kept in
matchboxes. They’re not meant to interfere with other people's jobs. But that
is not how Filipinos operate. For instance, we anticipate new hires will take
the time to get to know their coworkers. They expect them to, at the very
least, smile and say hello to you in the corridor. Older workers are supposed
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to welcome new ones. Therefore, they must learn to make an effort even
working in a cubicle.
It is frequently believed that networking is more important than
knowledge for professional success. This needs to be more accurate. What
you know matters. Also crucial is who you know. But what matters more
than that is if others believe in you. If they do not personally know someone,
they will not endorse you.
The pakikipagkapwa-tao virtue is one that office workers must
uphold. They collaborate with people rather than robots when working.
People want them to see them for what they are, too.
According to an article entitled “Communication Barriers in the
Workplace: How to Knock Them Down” (2022). There are three typical
barriers to workplace communication. However, they can frequently be
divided into three groups.
Some of these communication issues can be resolved by utilizing
numerous channels, varying communication styles and skill levels, and
sticking to concise, well-written communications emphasizing crucial
topics. Working with persons who speak various languages and may only
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have a basic working knowledge of your speech is common in today's global
corporate environment.
Communication obstacles might be physically present at a workspace
due to its physical design. These can result from unfavorable working
conditions, such as hot or cold temperatures, noisy machinery, inadequate
lighting, remote locations, or hierarchical office layouts with closed doors,
which have a negative effect and make employees feel too afraid to
approach management with queries or suggestions.
Communication difficulties caused by psychological issues There are
many intelligent, successful people out there who may lack confidence in
their interactions due to social anxiety. Even if they genuinely pay attention
to you, some people might find it challenging to maintain eye contact. Some
people are susceptible and struggle to restrain their emotions. This may
impair how they convey and receive information or cause them to erect
emotional boundaries.
Whether you face one or more of these communication challenges, it's
crucial for company leaders to address them and communicate clearly
to avoid conflict at work and increase employee engagement. Before
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tackling any perceived problems, start by having some open dialogues and
getting the opinions of the staff about their experiences and viewpoints. To
identify opportunities for improvement, it's critical to collect data on every
component of your communication systems (communicator, content,
distribution method, and target audience).
According to an article entitled “Barriers to Effective
Communication” (2020). Five major factors hamper effective
communication.
Lack of communication clarity is crucial in the workplace. Get to the
point quickly, provide context, and ask the listener if they understand to aid
in the delivery of a clear message. Make sure your listener understands your
message but avoid being patronizing.
Inconsistency pay attention to how you speak to each person on your
team on any given day, week, or month. Part-time and full-time workers
alternate between your various shifts throughout the week. Employees who
work the late shift require the same level of communication as those who
work the day shift.
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Language Differences managers must contribute to bridging the
communication gap with their staff who speak limited English.
Not Enough Listening effective communication involves both parties.
As much as possible, listen before you talk. Encourage input and listen
carefully. Avoid interjecting when others are speaking, be sure to emphasize
important points, and seek clarification when necessary.
Non-Verbal Cues what you don't say matters as much as what you
say. Ensure your posture, facial expressions, and body language convey
attention, warmth, and acceptance. When speaking and listening, maintain
eye contact and refrain from making motions like furrowing your forehead
or crossing your arms.
You can get over obstacles to successful communication through
ongoing training.
According to Payton Kolbeck (2023), Barriers can be physical, like
the work environment, available tools, and accessibility to others you need
to communicate with. These challenges are the most obvious and are more
common in the front lines. It is considerably harder to pinpoint emotional
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impediments such as a lack of trust between communicators, cultural
differences, and work discontent.
No solution works for all communication barriers,
whether psychological or physical. But before you can execute an answer,
you must first identify the problems that prevent your employees from
getting in touch with the people they require.
It's hardly surprising that the frontline staff continues to be overlooked
by technological advancements, especially compared to their white-collar
counterparts. A lack of technology reinforces communication barriers.
People who operate in the field often have restricted access to others and
no essential PTT communication tools compared to office workers. Due to
this discrepancy, Frontline workers must overcome more obstacles to have a
direct line of communication with their colleagues, bosses, and anybody else
they require.
Different Communication Styles Everyone has a different way of
doing things, and this is also true of how they communicate. While some
employees prefer to collaborate in person, some prefer to write well-
organized, extremely thorough emails, while some may only require the
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briefest, most straightforward instructions. It's critical to recognize that each
employee has a unique communication style if you want to break down
communication barriers at work.
Management Doesn't Prioritize Communication Employees who
receive too little communication, particularly from managers, supervisors,
and above, may feel ill-prepared to take on a new task or project. Workers
who get infrequent messages also feel less connected to and engaged with
the company. Any business that doesn't communicate suffers, whether it's
vertical communication between managers and people they supervise or
lateral communication between peers.
On the other end of the communication spectrum, excessive
communication can lead to information overload and the creation of barriers
in and of itself. Many people believe that communication problems may be
solved by merely increasing communication frequency. In practice, this
could have the opposite impact, particularly if the letter is very long and the
content is unrelated to your position or duties.
Language Differences at Work Language differences at work are the
most prevalent and evident communication obstacle. This is a common
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phenomenon, but if it isn't addressed at work, it can negatively affect
productivity, teamwork, and even safety.
It is simple—and frequently unintentional—to arrive at work, take
care of what has to be done, and avoid dealing with anyone outside of your
team, department, or workplace. However, this makes it challenging for
those inside your company who are not part of your group to work together
or offer suggestions. This kind of conduct can easily develop a
communication silo if left unchecked.
According to Prachi Juneja (2015), interpersonal relationship refers to
a strong association among individuals working together in the same
organization. For them to perform at their highest level, coworkers should
have a special bond. For a solid interpersonal relationship and a positive
work environment, people must be honest with one another.
To finish duties within the allotted time, a person must get along with
their coworkers. A person working alone is overworked and never completes
chores by the deadline.
It's crucial to have your coworkers' support. You simply can't
accomplish everything by yourself. Delegating roles and responsibilities

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must consider each employee's area of expertise, level of education, and
areas of interest. A person requires the assistance of his coworkers to finish
assignments on time and with superior outcomes.
According to an article entitled “The Effect of Workplace
Relationship toward Job Satisfaction of Divine Word Colleges' Employees
in Region I” (2019). This study was conducted to explore the relationships
between employers and employees in the workplace and those of Divine
Ward College, Ilocos Sur, Philippines, and their effects on job satisfaction.
The Staff of universities in the Ilocos region, including Ilocos South and
Ilocos North. The study found a significant relationship between workplace
relationships and job satisfaction. Therefore, this study recommends that
managers monitor and improve employer-employee and employee-employee
relationships in the workplace, as well as the factors that influence job
satisfaction. doing.
According to an article entitled “Role of Managers in Interpersonal
Relationships” (2015). A team manager is just like the captain of the ship,
who has the responsibility of taking all his crew members along. For a team
leader, his team is just his baby, and he needs to take care of each and every
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team member. Never be partial to anyone. Avoid favoritism towards
employees.
Managers must be accessible to their team members. Problems start
when employees find it difficult to get in touch with their bosses. Do keep in
touch with them through SMSs if you do not meet them regularly. Lend a
sympathetic ear to their problems. Your team members must be able to fall
back on you at times of crisis. Remember, a manager's role is not just to sit
in closed cabins for the whole day. Sit with your team members and help
them plan their day. Help them in their day-to-day work.
According to an article entitled “Effects of interpersonal relations on
public sector construction contracts in Vietnam” (2012). Public owners,
private contractors, and consultants are expected to maintain mutually
independent relationships to avoid allegations of corruption. In this study, in
relation to public works projects in Vietnam, behaviors related to
relationship contracts (RC) leading to better human relations between public
project owners, private contractors and consultants during the construction
phase and at the end of the project. Investigating patterns. How improving
relationships will affect project performance. Using a questionnaire survey,
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data were collected from public owners and private contractors and
consultants in Vietnam. Correlation analysis shows that there exist several
behavioral patterns that significantly affect interpersonal relations among
project team members during the construction stage and at the end of the
project and the general harmony during the construction stage. It was also
found that cost performance is highly correlated with the degree of project
harmony. Adherence to the schedule is highly correlated with the
relationships between project team members during the construction phase
and at the end of the project. The result shows that human relationships play
an important role in project outcomes and vice versa. Behavioral patterns
that are highly relevant to harmony during construction and relationships
among project team members are specific actions that owners, consultants,
and contractors can take to improve relationships and thereby improve cost
and schedule outcomes. suggests that Owners, consultants and contractors
are encouraged to adopt some of the identified patterns of behavior.
According to Ananthan Valitherm (2014). The supervisors and the
foreign workers on the building site, in particular, have been frustrated by
the language barrier, which is a sort of communication barrier in Malaysia's
construction business. This is owing to the fact that practically all of the
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workers at the building site are foreign workers who are from developing
nations like Bangladesh and Nepal because they are paid significantly less
than local workers. However, many of them are illiterate in the native
tongue, which their superiors can understand. To interact with their bosses,
they take the time to acquire the local tongue. As a result, there are
additional issues including delays and safety concerns brought on by the
language barrier. Therefore, it needs to be overcome in order for the
construction sector to be more productive in the future. In order to determine
how to overcome the language barrier between the site management team
and the foreign workers on the construction site, the preferred language to be
used as the common language, and the remedy to improve the
communication barrier, a literature review and field study have been
conducted. If the industry intends to take any action to address the current
communication issue, this is tremendously instructive. The image of the
construction business will undoubtedly improve as the language barrier
increases work productivity.
According to an article entitled “The Impacts of the High-Quality
Workplace Relationships on Job Performance: A Perspective on Staff
Nurses in Vietnam” (2018). It has long been recognized that an employee's

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workplace relationships are important to their overall well-being and
workplace performance ratings. However, they did find some studies that
investigated the impact of positive workplace relationships on employee
work behavior. The purpose of this study was to investigate the impact of
healthy relationships in the workplace on employee work behavior and, in
turn, on employee performance. An integrated model was developed that
explored key performance factors of nurses in hospitals in Vietnam and
focused on the impact of quality work relationships on staff attitudes
towards work. This study used structural equation modeling techniques to
analyze a questionnaire survey of 303 hospital nurses. Findings showed that
quality relationships at work have a positive impact on work habits,
including increased engagement, reduced workplace stress reports, and
increased awareness of social impacts. Notably, the results also showed that
the relationship between managers and nurses significantly contributed to
the quality of workplace relationships and nurse performance. In addition,
social impact has been shown to positively reduce the association between
healthy interactions at work and workplace stress. However, there was no
significant impact on work commitments. Unfortunately, it turned out that
work engagement has nothing to do with performance appraisals. This paper
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provides some suggestions for the diversity of service promoters in hospitals
in Vietnam.
Framework of the Study
The researchers present theories and ideas to strengthen the study
further and deepen the comprehension of the communication barriers and
interpersonal relationships between managers and employees. Employees
have many preconceived notions of how their organization can communicate
with them, and communication can be one of them, a difference could be
generated if their organization fails to meet its communication standards
(Abat, 2020). From a managerial perspective, the manager employs
management abilities to help the firm achieve its objectives. Specifically, a
manager will use their abilities, knowledge base, experiences, and
perspectives to increase the productivity of those they manage (Demetillo,
2021). In addition, the organization should properly practice Open
communication and continuous feed-backing techniques (Bueno, 2019). A
good employee should always be upbeat and have the mentality that
everything is possible (Apritado, 2013). The value of interpersonal
communication affects acceptance or rejection, success or failure (Park,
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2003). This opportunity to voice their decisions and ideas shapes a feeling of
attachment. (Brito, 2021).
In an ideal workplace, every worker would comprehend the precise
meaning and carry out their orders without a hitch. To assure understanding,
however, you frequently must clarify, elaborate, or restate your ideas. Being
aware of the different types of language barriers in the workplace is one way
you facilitate more efficient communication (Habas, 2020). Whatever the
case for businesses, it's important to address this issue so that the company
grows together rather than apart. This will help prevent silos from forming
and create a culture that breeds success (Malik, 2022). A positive
relationship with a manager is closely linked to increased motivation and
performance, while a negative relationship is linked with poor performance
(Suknunan, 2022). The top skill employers are looking for is
communication, which is made up of exchanges where both the managers
and the subordinates impact each other as they engage within the context of
organizational culture (Al-Tokhais, 2016).
A communication barrier prevents us from receiving and
comprehending the messages that others use to share their knowledge,
opinions, and thoughts (Kumbakonam, 2016). The business should always

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ensure that employees are totally engaged in their work in order to make
them fully contribute to the organization. A fully involved employee would
be more willing to perform or perform better than an employee that only
engages in his job (Seng, 2011). Employees dealt with possible
communication problems by practicing listening and recapping,
reconfirming, and repeating the information (Sirisaengchaikul, 2019). The
conceptual framework shows the outline of the researcher's plan of action
from the beginning to the end of the study. Researchers want to know the
profiles of the respondents, who are managers and employees, in order to
understand the study. According to the data’s gathered using survey
questionnaires with open-ended questions, the main challenges that
respondents in fast-food restaurants in Olongapo City face are interpersonal
and emotional barriers. This study aims to better understand the working
circumstances and barriers at fast food businesses using semi-structured
interview questionnaires. The outcome will improve interpersonal
relationships between managers and employees.
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INPUT PROCESS OUTPUT
Fast food chain

Employees and
Collection of Data Emotional and
Manager’s profile
Interpersonal
 Survey
Barriers
questionnaire with
 Age an open-ended
 Sex question
 Years of
Service in
Fast-Food
Chain
 Name of Fast-
Food Chain
 Job Position
Statement of the Problem
1. What is the profile of the participants?
1.1 The profile of the respondent in terms of:
1.1.1 Age
1.1.2 Sex
1.1.3 Years of Service in the Fast-Food Chain
1.1.4 Name of Fast-Food Chain
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1.1.5 Job Position
2. What are the communication barriers that prevent the employee
completing his job?
2.1 Physical Barriers
2.2 Emotional Barriers
2.3 Cultural Barriers
2.4 Gender Barriers
2.5 Interpersonal Barriers
3. What action or intervention can be taken to improve the interpersonal
relationship between the managers and employees?
4. What impact do communication barriers have on workers in the
workplace?
5. How do managers and supervisors use or implement the best practices to
improve employee engagement?
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Assumptions
There is no statistically significant in the communication barriers and
interpersonal relationship between managers/supervisors and employees in
fast food chains.
Scope and Delimitations
This study focused on fast-food chains like McDonald's, Jollibee,
Mang-Inasal, etc. are the fast-food outlets that are highlighted. The
availability of these outlets in small numbers elsewhere is another
restriction. A survey questionnaire with an open-ended question was used to
conduct this investigation, which was based on qualitative research. The
information was gathered by performing two distinct kinds of interviews:
one from the manager's perspective and the other one from the employees'
perspective, which leads to a better understanding of the situation of the two.
Significance of the Study
This study aims to understand better the working circumstances,
barriers, and interpersonal relationships at fast food businesses. The data
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provided endorses different resolutions about the barriers that are often
encountered. This study can serve as continuous research for future purposes
that uplifts solutions and methods that will improve interpersonal
relationships between managers and employees; compared to other
industries, the fast-food industry has a notably high rate of employees. This
study will help employees and managers hoist their experiences and produce
findings.
Employees – They can absorb immunity to such barriers that will
help them perform thoroughly in the workplace.
Managers/Supervisors – They will possess mastery of such skill as
they learn how to implement the correct course of action to any barriers they
face.
Future Researchers – They can learn a deep comprehension of the
study and pursue it for those who seeks future research of the issue.
People who are Planning to work in Fast-Food Chain – They will
have the knowledge and understanding of such barriers that they might
encounter in the workplace. And it can prepare them when they come across
to that point and help them develop a great employee-manager relationship.
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Definition of Terms
Communication - the act of sharing, receiving, and communicating
information.
Communication Barriers - these are obstacles that restrict people
from understanding and accepting the messages used by others to convey
their knowledge, opinions, and ideas.
Cultural Barriers - communication problems due to culture arise
most often when people from different cultural backgrounds interact.
Effective communication - is the process of conveying concepts,
beliefs, points of view, information, and knowledge in a way that ensures the
message is received and comprehended with precision.
Emotional Barriers – are mental hurdles that prevent you from
verbally expressing all your ideas and feelings.
Gender Barriers – are communication difficulties between people of
various genders brought on by the varied ways they communicate and are
expected to interact. Gender stereotypes, anticipated gender roles, and
interpersonal differences can all lead to unhealthy communication gaps.
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Interpersonal Barriers – are any negative behavioral patterns that
impede you from communicating or others from communicating with you.
Misunderstandings may result from unintentional verbal or nonverbal signs.
Interpersonal relationship – a social tie, connection, or affiliation
between two or more people.
Informal communication - in contrast to one-on-one or inter-
company meetings, refers to the conversations, memos, and asides we have
with one another outside of these formal contexts. Any form of
communication that doesn't follow a firm's official procedures or
organizational structures.
Internal communication - is a comprehensive process, and It covers
how information is distributed laterally and across communication channels
to accomplish the organization's objectives.
Managerial Capabilities - are the ability of managers to lead
organizations and to coordinate the use of other business resources, inputs,
and capabilities in order to make and implement strategic and operational
choices.
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Physical Barriers - disturbances in our environment result in physical
barriers that prevent efficient communication.
Workplace Communication - is how employees exchange
information and ideas.
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CHAPTER 2
METHODOLOGY
This chapter appears to represent the research design, setting and
respondents, instrument and its validation, data gathering procedures, ethical
considerations, and data analysis.
Research Design
The researchers chose qualitative research as a method for this study.
This research design aims to identify and describe the respondent’s situation
correctly. A survey questionnaire with an open-ended question will be used
to evaluate the participant's profile, including sex and age and other
information that is relevant to the study. Furthermore, the researchers use a
descriptive approach to discuss the study. No prediction or judgment has
been made by the researchers, regardless of the topic. The researchers use
the information gathered to find answers and solutions to the study. Any
instances of this should be managed seriously, and the researchers should be
aware of the participants' circumstances as they conducted an extensive
survey to learn more about the mentioned topics to ensure that the study is
valid. (Dulock, 1993) Descriptive designs are helpful for characterizing
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occurrences or events about which little is known or spotting new or
emerging phenomena. Additionally, the outcomes of descriptive studies
frequently serve as the foundation for further research. Descriptive studies
must therefore be carefully planned and carried out. These designs have
several drawbacks, including the inability of the data to be generalized and
the possibility of different interpretations. This is why it's crucial to gather
the "right" data from the "right" people in the "right" circumstances.
Settings and Participants
The study aims to know the communication barriers and interpersonal
relationships between fast food chains managers/supervisors and employees.
Specifically, fast food chain Employees and Managers are the respondents of
this study. Furthermore, a total of ten participants from fast food chains in
Olongapo City participated in this study.
Instrumentation
In the instrument, the researchers used a survey questionnaire with an
open-ended question, which was created using various relevant data. It is
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divided into two sections. The respondents' profiles in terms of age, sex,
years of service in the fast-food chain, name of the fast-food chain, and job
position are gathered in Part I. The questions in Part II are open-ended, so
the respondents can respond in any way convenient for them and could even
write an essay.
Validation, upon the approval of the research instrument, the
researchers sought comments and recommendations from St. Columban
College Department faculty members that modifies the study about
"Communication barriers and interpersonal relationship between
managers/supervisors and employees in fast food chains.” The questionnaire
has been presented to the research adviser to check grammatically and the
statement composition of the survey form. It is essential to validate the
researcher questionnaire to correct mistakes in terms of grammar and
content.
Ethical Considerations
Informing respondents, preserving their anonymity, and respecting
their privacy. This study ensured that researchers did not share any
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information and maintain the confidentiality of the research. The researchers
undoubtedly kept the identities of each person questioned privately.
Regarding the topic, it discussed and respect their privacy rights. The
researchers also ensured they are comfortable and that the questions do not
cause them offense.
Data Gathering Procedures
The researchers constructed a survey questionnaire with an open-
ended question to gather data based on the objectives of the research study.
Researchers will visit fast food chains in Olongapo City and provide the
survey questionnaire to the available managers, supervisors, and employees.
So that the researchers will get data results based on the answers provided by
the respondents, each respondent will be given at least 10 minutes to answer
the questions. However, fast-food chain employees are busy serving
customers, so participants may ask to return the questionnaire anytime they
want due to time pressure. Furthermore, the respondents were given strict
confidentiality regarding the respondent's personal profile on identification,
which was kept optional. The respondents are free to choose about some of
the agreements on the questions that the researchers gave.

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Data Analysis Technique
The participants response to the interview questionnaire will be
thematically analyzed to meet the study's data criteria. The researchers will
gradually form a result based on the answers provided by the respondents.
Thematic analysis will be used in this study. A data set's themes and patterns
can briefly describe and interpret using the widely used qualitative research
method. The application of thematic analysis requires professional expertise
and should not be used in a prescriptive, linear, and inflexible manner while
analyzing data (Majumdar, 2018).
The method of thematic analysis consists of particular and clear
guidelines for its conduction. These procedural guidelines no doubt give the
method a scientific vigor while propounding the six-step process of analysis
in thematic technique, have not only focused on the procedural concepts like
"what," "why," "when," and "how" of the method concerned but have also
specified that the analyst should have clarity and immense technical
expertise to carry out the analysis through the thematic method. (Majumdar
2018).
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CHAPTER 3
RESULTS AND DISCUSSION
The findings from the survey/interview procedure and the following data
analysis has been presented in this chapter, drawing on the primary themes
and providing the results. The key themes that emerged from the following
data analysis as of Communication Barriers and Interpersonal Relationships
between Managers/Supervisors and Employees; (1) Work Ethics, (2)
Interpersonal Relationships, (3) Effects of Operational Communication, (4)
Operational Barrier/Challenges, (5) Solution for hindrances, (6) Managerial
Resolution. All the themes are coordinated by analyzing the data, which
emerged from Communication Barriers and Interpersonal Relationships
between Managers/Supervisors and Employees.
Profile of Respondents
 Participant 1 has been working at McDonald's Olongapo
Magsaysay for about one year and nine months. She is 25 years
old and works as a manager at a fast-food chain.
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 Participant 2 is a Jollibee Manager. She is 28 years old and has
been working at a fast-food chain for six years.
 Participant 3 is also a Jollibee Manager. He is 32 years old and
has been working at a fast-food chain for twelve years.
 Participant 4 has been working at Mang Inasal for about three
years. He is 45 years old and works as a supervisor at a fast-
food chain.
 Participant 5 is a McDonald's Olongapo Magsaysay employee.
She is 24 years old and has worked at a fast-food chain for
about two years.
 Participant 6 has been working at McDonald's Olongapo Rizal
for about four years. He is 22 years old and works as an
employee at a fast-food chain.
 Participant 7 is a McDonald's Olongapo Magsaysay employee.
She is 22 years old and has been working at a fast-food chain
for six years.
 Participant 8 has been working at Jollibee for five years. She is
25 years old and works as an employee at a fast-food chain.
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 Participant 9 has been working at Mang Inasal for four years.
He is 24 years old and works as a employee at a fast-food
chain.
 Participant 10 is a McDonald's Employee. He is 20 years old
and has worked at a fast-food chain for about 11 months.
1. Work Ethics
All participants acknowledged the excellent characteristics of their
coworkers. Most of the responses describing their coworkers were
dedicated and hardworking.
Managers Perspective:
As a manager at Jollibee, my employee is hardworking,
dedicated, and eager to learn.
(Participant 2)
Employees Perspective:
They are professional and dedicated.
(Participant 6)
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Some participants acknowledge their coworkers for being honest,
supportive, direct, kind, empathetic, knowledgeable, reliable, and patient,
which made them feel at ease at the workplace.
They demonstrate a positive attitude and take initiative in their
work.
(Participant 2)
My manager provides clear directions in this fast-food chain. He
communicates well and always supports his subordinates.
(Participant 8)
They are kind; they always get along, and you can count on them.
(Participant 9)
2. Interpersonal Relationship
All participants have good relationships with their coworkers.
They all value good relationships because they can bring connection,
increase respect, communication, and productivity.

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2.1 Employee to Manager
Participants believed that good relationships with their
managers help them achieve their daily goals and be
successful. Participants also thought that effective communication,
respect, and getting along were all part of having a good
relationship with their coworkers. In addition, Participants also
admire their manager for being considerate.
I do have a good relationship with my manager and colleagues
as well. We help each other achieve our daily targets for the
whole team's benefit. Regarding our outside-work relationship,
we always seek a time to enjoy our free time by doing things
that we want with each other.
(Participant 6)
We have a good relationship with the manager; they
understand what we are going through; even if you make an
excuse, they won't stop you from your job, and you won't be
fired just because of that, considering how many people they
have besides, those who cannot go to work today, that's okay to
them.
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(Participant 9)
2.2 Manager to Employee
One participant confirms that good relationships with
coworkers are essential. He ensured that everyone was prepared
before starting to ensure the work went smoothly and there were few
problems.
Yes, I have a good relationship with them. It is crucial to have
a short briefing each day before the start of a mission to ensure
that the crew knows their job and to ensure that everything
runs smoothly, and that there are fewer problems.
(Participant 4)
Furthermore, participants said they built positive relationships,
learned to trust one another to achieve a goal, appreciated each
employee's contribution, and helped them grow and become
professionals in every task.
Yes, I have a good relationship with my employee; we have
established a positive working relationship based on mutual
respect, trust, and open communication. I value every
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employee’s contribution and provide constructive feedback and
guidance to help them grow professionally.
(Participant 2)
I would say that it was a great relationship rather than good;
we learned to trust each other to achieve one goal. Listening to
their opinion before making a decision helps us to come up
with a wiser and more reasonable decision.
(Participant 3)
3. Effects of Operational Communication
All participants believed that effective communication is
essential in the workplace. It can motivate the employees and
encourage them to work correctly. It also gives them knowledge about
how workers do their job.
It increases my awareness of how they work inside that
organization.
(Participant 1)
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Communication is essential for effective teams. Whether a
manager or employee, you need to motivate and encourage the
team around you.
(Participant 5)
It's very important because communication is essential for
effective teams, and communication can usually motivate
employees.
(Participant 5)
One participant said that having effective communication
strengthens relationships because it can build trust and respect,
understand each other, and work together smoothly. It also allows
them to grow, find solutions to problems, and celebrate their
accomplishments.
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Effective communication is essential in maintaining a solid
relationship with Employees. It ensures that expectations are
clear, feedback is provided in a timely manner, and concerns
are addressed promptly. Open and honest communication
allows us to build trust, understand each other's perspectives,
and work together towards shared goals. Regular check-ins
and team meetings provide opportunities to discuss progress,
address challenges, and celebrate achievement.
(Participant 2)
In addition, one participant assumed that communication has
multiple intents that can make communication more effective and
efficient.
Communication is important to me; I always tell the people I
handle that effective communication is a 2-way action. One is
to listen and analyze, and two is to talk and understand. With
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this mindset, we can communicate well and understand every
situation we encounter.
(Participant 7)
4. Operational Barrier/Challenges
Nine participants faced challenges that prevented them from doing
well at the fast-food chain they worked for. Many experienced
emotional barriers due to hurtful words from coworkers, mistakes
made due to work stress, and being misunderstood by coworkers. This
affects their lives and makes them emotional.
Emotional, I get easily hurt when my co-manager says hurtful
words to me. I get too emotional, so I can easily distract myself
from my shift.
(Participant 1)
Most of the time, the barriers are the emotional and personal
problems they bring from home to their job.
(Participant 4)
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Emotional, because we know no one’s perfect. All people have
faults or mistakes.
(Participant 5)
Emotional, if you are working on fast food, this is the most affected
part of your life. It drained you emotionally rather than physically.
Because some people don't understand us for them, we need to do
our work as they own it.
(Participant 7)
Working for fast food chains, we encounter many people's
attitudes, but you need to be always patient and respect them
because it can affect our emotions.
(Participant 8)
Emotional barriers made it difficult to work and study
simultaneously, and I occasionally got frustrated from
overthinking and lack of sleep, which led to burnout.
(Participant 10)
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Two participants presented challenges that affected their relationship
with their coworkers. They dealt with the interpersonal barrier caused by
misunderstandings due to differences in personalities and diversity in
team members.
One challenge I have encountered in managing the team at
Jollibee is interpersonal barriers. Occasionally, conflicts arise
among team members due to differences in personalities, work
styles, or conflicts of interest. These barriers can hinder
effective teamwork, communication, and overall productivity.
Additionally, cultural diversity among team members may lead
to misunderstandings if not appropriately addressed. As a
manager, promoting inclusivity, fostering understanding, and
creating a supportive work environment where everyone feels
valued and respected is essential.
(Participant 2)
One of the challenges and or barriers that can't easily be seen
is unconscious bias. These are the little things that we don't
usually give time to discuss with them that have a significant

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impact on every individual little things that we typically
consider jokes/expressions/play time that little by little affects
every person.
(Participant 3)
Interpersonal barriers. There are times when we do not
understand each other, and it causes problems at work. We
have different perspectives on doing a specific task that leads to
misunderstanding, but we always find a solution to this
problem.
(Participant 6)
One participant gave an exquisite answer as he considers in his
workplace that there are "No" barriers that keep him from doing well at
work.
None
(Participant 9)
One participant introduced another vaguely visible barrier that
gradually affects employee performance.
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5. Solution for hindrances
Two participants acknowledged that communicating effectively,
providing equal access to opportunities, and creating a supportive
work environment are the solutions to such barriers in the workplace.
As a manager, promoting inclusivity, fostering understanding,
and creating a supportive work environment where everyone
feels valued and respected is essential.
(Participant 2)
By communicating effectively, things get to be easy to achieve
and give solutions to a problem.
(Participant 6)
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6. Managerial Resolution
Two out of four managers stated that activities and training sessions
should be implemented to address the barriers to promote a healthy work
environment; participants also said that the employees have the right to
be heard and respected.
The best time to utilize the best course of action for addressing these
barriers and improving the employee-manager relationship is as soon
as they are identified. Proactive measures should be taken to foster a
positive and inclusive work environment from the beginning. Regular
team-building activities, training sessions on diversity and inclusion,
and open forums for sharing concerns can help address these barriers
and promote a healthy work atmosphere. Additionally, ongoing
communication and feedback loops provide opportunities to address
conflicts or challenges promptly. Establishing a supportive and
collaborative work environment where everyone's voice is heard and
respected is crucial.
(Participant 2)
The course of action that a manager can take with such barriers like
unconscious bias is to encourage the company to have more diverse

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programs/workshops and training, which helps its employee to
understand more that nowadays, every individual has equal rights
that every person in the company and should respect individual even
if they have differences in
RAISE/RELIGION/GENDER/BELIEFS/SKIN COLOR &
LANGUAGE.
(Participant 3)
Furthermore, another two out of four managers said that you must be
professional and set aside your emotions and personal problems at work
as it affects the very outcome of your performance.
Don’t put emotions in your work. Just be professional because first,
you work for your family, not for them.
(Participant 1)
For me, to help them utilize their barriers is telling them personally,
lifting them up, and encouraging them to be strong and set aside their
personal problem first. For their emotional feeling when it comes to
work, I see that before they go home, they explain what has been done
in the workplace. The mistake is the accomplishment to appreciate the
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job well done that they perform in the entire duty. It’s always a grave
and takes for me for a good relationship with my crew.
(Participant 4)
Discussion
As anticipated, the prejudicial impact of Communication Barriers and
Interpersonal Relationships between Managers/Supervisors and Employees
emerged as a main theme across all ten interviews. According to our
respondents, a manager is described as a great communicator and an
excellent leader. It is capable of being knowledgeable, reliable, and
dependable. One of the respondents specifically quoted that his manager is
"professional and dedicated, as well as giving feedback that helps other
employees to perform well in their area." However, an employee is
described by their managers as hardworking, eager to learn, and has
initiative. Managers handpick some employees to make sure that a qualified
crew is hired. A manager at Jollibee said employees demonstrate a positive
attitude and spirit in their work. The relationship between a manager and an
employee is well-maintained, as before their start of duty, they always
ensure that a briefing is conducted, and outbound crews will endorse their
job to the incoming staff, which results in a smooth and efficient task.
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Most respondents answered positively in terms of describing the
manager-employee relationship. Open communication establishes respect,
efficiency, and understanding, which helps managers and employees to build
trust and have an easy relationship leading to everybody being on the same
page. Listening to each other and reaching out, such as by giving
constructive feedback and guidance, helps both groups make wise and
reasonable decisions that accomplish their goals.
Feedback and performance reviews are made possible through open
communication between managers and workers. Employees who receive
constructive criticism can better appreciate their strengths, opportunities for
development, and progress toward their objectives. Managers can also
address issues, offer advice, and acknowledge achievements, thanks to this.
Effective feedback promotes team development and growth.
We inter the most barriers they encounter to prevent them from
working well in the job is emotional because many attitudes or people can
affect the employees emotionally and physically. But managers and staff
must take the initiative to meet these problems. It entails cultivating
effective communication skills, listening intently, building an inclusive and
open environment, encouraging regular feedback, and customizing

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communication tactics to the unique requirements of people and the
company.
There are actions a business or management may take to prevent this
kind of issue. According to the respondents, the best strategy to break down
barriers in the interaction between employees and managers is to provide
activities like team building, workshops, and training. This encourages peace
and harmony between the two parties by getting to know one another better.
Comparison with the Previous Research
This research's findings mirror the article "Career Development Tips:
Barriers to Communication in the Workplace and Ways to Help" (2019); the
article states that effective communication skills in the workplace foster a
positive work environment and can enhance job satisfaction. Effective
workplace communication facilitates the efficient completion of projects and
builds positive bonds among co-workers. Participants said effective
communication is essential to enhance positive interpersonal relationships
between managers and employees. Both studies also mention that effective
communication creates trust, respect, and connection, which increases a
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company's chances of success. The article also mentions emotional,
physical, and linguistic barriers as possible barriers in the workplace.
However, linguistic barriers where the only barriers participants did not
experience in this study.
Another finding from Office Ph: According to an article entitled
“Creating Successful Communication in the Workplace” (2017), a business
depends on successful workplace communication, especially in today's fast-
paced business setting. Verbal and nonverbal communication is a skill that
can improve with the proper training and environment. Based on the
participants, one of them stated that regular team-building activities, training
sessions on diversity and inclusion, and open forums for sharing concerns
could help address the barriers and promote a healthy work atmosphere. The
article also includes challenges that might encounter in the workplace and
list the possible actions to take when they have been actively visible in the
workplace. Both studies provide the possible courses of action to take when
such barriers come across the workplace, as the participants from the present
study offered such solutions. In contrast, the former research suggests listing
the possible actions.
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CHAPTER 4
SUMMARY, CONCLUSION AND RECOMMENDATION
In this chapter will highlight the findings, conclusions, and
recommendations.
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Summary
The study of communication barriers and interpersonal relationships
between managers/supervisors and employees in fast food chains holds
significant importance. By addressing these factors, fast food chains can
improve overall communication effectiveness, enhance employee
satisfaction and motivation, facilitate conflict resolution, foster a positive
work culture, promote teamwork, and deliver better customer service.
Key recommendations include providing conflict resolution strategies,
training and development, and implementing feedback mechanisms.
By implementing these recommendations, fast food chains can create a
communicative and collaborative work environment, resulting in stronger
relationships, improved organizational performance, increased job
satisfaction, and enhanced customer experiences.
Conclusion
The objective of this study is to discover the barriers that affect the
performance of employees in the fast-food industry and to learn about the
employee-manager interpersonal relationship. Based on the results, from the
catalog of possible challenges that can be encountered in fast-food
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restaurants. Two barriers have been prevailed, the “Emotional and
Interpersonal Barriers”. Focusing on these barriers will appraise the grounds
of an employee for not being able to perform effectively in the workplace.
The participants acknowledged that unfavorable emotions could harm their
capacity to perform at work. Stressful emotions at work often cause them to
get disconnected from their work even in their personal lives. In addition,
the participants also recognize that Interpersonal relationships conflicts arise
among team members due to differences in personalities, work styles, or
conflicts of interest. When interpersonal barriers exist in the workplace, they
can lead to misunderstandings, conflicts, and reduced productivity.
The findings of the results pertaining to emotional and interpersonal
barriers, they are pertinent to the broader study of the communication
barriers and interpersonal relationships between employees and managers in
fast-food businesses. The importance of knowledge about the barriers will
give an upper hand to those who seek employment in fast-food chains and
provide them an understanding of the problems they might face and provide
such actions to improve them. Given that this work involves qualitative
research, its conclusion is subject to its setting. It should, therefore, only be
applied within the societal and academic setting of this study.

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Recommendation
The following recommendations are derived from this study.
In a fast-food chain or even in other businesses, effective
communication and positive interpersonal relationships are crucial because
they may boost productivity and help people connect with one another. It is
suggested that regular team-building activities be conducted to encourage
interaction and the development of relationships. Holding open forums for
expressing issues and offer training sessions on diversity and inclusion that
can help them in addressing the challenges they encountered and creating a
friendly and collaborative workplace where everyone's voice is heard and
appreciated. Individual must avoid attaching emotions to everything they do
because this could hinder their output. Furthermore, emotions have the
power to alter your thinking, which may have an impact on you, other
people, and the entire work. In a fast-food business, there must also be
regular interactions and feedback that offer chances for resolving disputes.
This study acknowledges the limitations of having a small sample size
because the researchers were unable to explore more fast-food chains. Large
surveys will therefore need to be conducted in the future to learn more about
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relationships and communication barriers between managers, supervisors,
and employees at fast food businesses around Olongapo City. Given that
this work involves qualitative research, its conclusion is sensitive to its
setting. Additionally, it must only be applied within the social, cultural, and
educational purposes.
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Career Development Tips: Barriers to Communication in the Workplace and

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Communication Barriers in the Workplace: How to Knock Them Down
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the-workplace/
The Impacts of the High-Quality Workplace Relationships on Job
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Demetillo, J. (2021). Managerial Performance of Fast-Food Restaurant
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https://turcomat.org/index.php/turkbilmat/article/view/2234
Effects of interpersonal relations on public sector construction contracts in
Vietnam (2012). Retrieved from
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Valitherm, A. (2014) Communication barrier in Malaysia construction sites.
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Menguin, J. (2022). Pakikipagkapwa-tao: Authentic Interpersonal
Relationships. Retrieved from
https://jefmenguin.com/pakikipagkapwa-tao/
Kolbeck, P. (2023). Workplace Communication Barriers to Overcome in
2023. Retrieved from https://blog.weavix.com/barriers-
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Juneja, P. (2015). Importance of Interpersonal Relationships at the

Workplace. Retrieved from
https://www.managementstudyguide.com/interpersonal-
relationship-workplace-importance.htm
Zamora, M. (2020). A Closer Look at Filipino Work Culture. Retrieved from
https://www.linkedin.com/pulse/closer-look-filipino-work-
culture-archie-corpin
Majumdar (2018). Retrieved from
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Abun, D. (2019). The Effect of Workplace Relationship toward Job
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Abat, R. (2020). Role of Communications and Working Relationships to
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10320205-Roleof.pdf
Demetillo, J. (2021). Managerial Performance of Fast-Food Restaurant
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https://turcomat.org/index.php/turkbilmat/article/view/2234
Apritado, J. (2013). Employability Needs of Food Chain Businesses in
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https://research.lpubatangas.edu.ph/wp-content/uploads/2014/0
8/JTHR-Employability-Needs-of-Food-Chain-Businesses.pdf
Bueno, D. (2019). Improving Fast Food Chain Operations through Effective
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How to eliminate different barriers in Workplace Communication (2018).

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Habas, C. (2020). Cultural & Language Barriers in the Workforce. Retrieved
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barriers-workforce-11928.html
Malik, R. (2022). Common Communication Barriers Between Employees
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Suknunan, S. (2022). Influence of employee-manager relationship on
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Al-Tokhais, A. (2016). The Relationship between communication
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accession=kent1479431745750957&disposition=inline
Kumbakonam, U. (2016). Communication Barriers. Retrieved from
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NICATION_BARRIERS
Seng, G. (2011). Factors affecting employees' job involvement in the fast
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Chong, M. (2007). The Role of Internal Communication and Training in

Infusing Corporate Values and Delivering Brand Promise:
Singapore Airlines' Experience. Retrieved from
https://link.springer.com/article/10.1057/palgrave.crr.1550051
Siriaengchaikul, W. (2019). A study of Miscommunication from Thai
Employees' Perspective in an international workplace in
Thailand. Retrieved from
http://ethesisarchive.library.tu.ac.th/thesis/2019/TU_2019_6121
040502_12622_12346.pdf
APPENDICES
I. Profile of the Respondents
Name (Optional):
Age:
Sex:
Years of service in Fast-Food Chain:
Name of the Fast-Food Chain:
Position in Fast-Food Chain:
II. Specific Problems and other Actions, Impacts, and Best

Practices for improving employee-manager relationship.
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1. How would you describe your manager/employee?

________________________________________________________
2. Do you have a good relationship with your manager/employee? How?

________________________________________________________
3. How does communication affect your relation to your

Manager/Employee?
________________________________________________________
4. What challenges or barrier/s have you encountered that prevents you

to work well in the job, you may choose one or more of the following:
Physical, Emotional, Cultural, Gender, Interpersonal barriers? Why?
(Please specify if you have experienced different barrier/s that is not
stated above)
________________________________________________________
5. When is the best time to utilize the best course of action when you
encountered such barriers you answered from No. 4 to improve
employee-manager relationship? (Question for Managers only)
________________________________________________________
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BIONOTE
Rian Anjelo A. Rosel was born on October 22, 2002, and raised in
Olongapo City. He graduated his senior year from St. Joseph College –
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Olongapo in Accountancy, Business and Management (ABM) Strand, an
Honor Student, and was named “Best in Research Defense.” He is advancing
his studies at Columban College, Bachelor of Science in Business
Administration (BSBA) Major in Human Resources Development
Management (HRDM) Year Level Three. He is developing his academics
and professional forum of knowledge he gathers to create a name in human
resource management.
Rhenzel L. Menes was born on September 6, 2001, and raised in
Olongapo City. She graduated her senior year from St. Joseph College –
78
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Olongapo in Accountancy, Business and Management (ABM) Strand, an
Honor Student, Athletics Service Awardee, and was named “Best in
Product” in Entrepreneurship. She is advancing her studies at Columban
College, Bachelor of Science in Business Administration (BSBA) Major in
Human Resources Development Management (HRDM) a Third Year
Student. She is building up her academic credentials and gaining more
knowledge in order to grow and succeed in life.
Vien kris R. Deleon has been raised in Olongapo City and was born
there on December 11, 2001. She received her diploma from Subic Bay
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Colleges Inc. in her senior year
under the technical,
vocational, and livelihood (TVL)
strand. She is in the third year of
her Bachelor of Science in
Business Administration
(BSBA) program at Columban
College, where she is majoring in Human Resource Development
Management (HRDM) a Third Year Student. She is enhancing her abilities
in order to gain more practical experience and increase her career potential.
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Jasmin Ann M. Ballao was born on November 28, 2001, and raised in
Olongapo City. She graduated his senior year from St. Joseph College –
Olongapo in Accountancy, Business and Management (ABM) Strand, she is
advancing her studies at Columban College, Bachelor of Science in Business
Administration (BSBA) Major in Human Resources Development
Management (HRDM) a Third Year Student. She is obtaining her skills to
have improvement. Little steps forward each day led to big outcomes.
81
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Bianca Ricci S. Feria has been raised in Botolan Zambales and was
born there on April 15, 2002. She graduated Senior year at Columban
College Inc. in Technical Vocational Livelihood (TVL) strand. She is now
taking a Bachelor of Science in Business Administration (BSBA) Major in
Human Resources Development Management (HRDM) a Third Year
Student. She is enhancing her capabilities to improve and to be successful in
life.
82

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COLLEGE OF BUSINESS AND ACCOUNTANCY

COLUMBAN COLLEGE, OLONGAPO CITY

BIANCA RICCI S. FERIA

In partial fulfillment of the requirement for the degree Bachelor Of Science

PROF. JOHN PAUL D. REDONDO, LPT, MBA

Approved by the Committee of Oral Examiners

PROF. ELVIE L. BALINGIT, MMHR PROF. JOAN D. ARLANZA, LPT, MBA

Committee Chair Committee Chair

DR. ERIC A. MATRIANO, Ed.D., Ph.D.

Accepted as a requirement for the degree of Bachelor of Science in

_____________________ PROF. ERIC A. MATRIANO, Ed.D., Ph.D

help of people around the researchers. To recognize those people who

guided them, the researcher is very thankful to the following:

Dr. Eric A. Matriano, the research adviser, for the guidance he

provided all throughout the making of the study.

to answer the questionnaire.

The researcher’s family, Feria Family, Ballao Family, Menes

their full support to finish the study.

The researcher’s friend, Simon Bale, for guiding the researchers

To the Lord Almighty, for guiding the researchers physical,

and guided them until the end.

Finally, researchers would like to congratulate themselves for

Communication Barriers and Interpersonal Relationship between

Mr. John Paul D. Redondo, LPT, MBA

Keyword: Communication Barriers, Interpersonal Relationship,

Comparison with the Previous Research.........................................................................62

THE PROBLEM AND ITS BACKGROUND

In this generation and time, individuals tend to undergo alteration

caused by social, cooperative, and selfless individuals in groups with the

same interests. This is a turning point in every individual's behavior

concerning work communication.

Communication and relationships between employees and managers

have been severely changing and, simultaneously, improving from different

courses of action. Managers from other fast-food chains provide techniques

correctly. Few of the most common answers is to enhance the

communication between employees and managers by lightening the frame of

mind with motivation and incentives.

According to an article entitled "Career Development Tips: Barriers to

Communication in the Workplace and Ways to Help" (2019), a positive

work environment is fostered by excellent communication skills, which may

also increase job satisfaction. Effective communication in the workplace

coworker. However, even the best communicators can have communication

barriers. Communication problems can hinder workplace efficiency,

undermine business relationships, and make normal business operations

By recognizing communication barriers and having solutions to

overcome them, you can achieve something at work and maintain a

comfortable working environment. Discover common communication

barriers in the workplace and assess solutions.

Anything that hinders or affects the efficient conveyance of

communications among workers and managers within a business or

organization is considered a barrier to communication in the workplace. The

three typical types of barriers to communication are:

Physical: Physical communication barriers are related to the work

environment. Examples include office settings that prevent employees from

and closed rooms that prevent interaction.

Emotional: Anxiety and worry can create emotional barriers to

communication. Impressive bosses can make employees uncomfortable and

Linguistic: The written, verbal, and physical information needed to

convey a message are examples of language barriers in communication.

Communication problems arise when people speak different languages due

to unfamiliar vocabulary, ambiguous body language, or different dialects.

According to an article entitled "Creating Successful Communication